{"id":488161,"date":"2026-02-20T18:13:12","date_gmt":"2026-02-20T18:13:12","guid":{"rendered":"https:\/\/www.newsbeep.com\/ca\/488161\/"},"modified":"2026-02-20T18:13:12","modified_gmt":"2026-02-20T18:13:12","slug":"yves-guillemot-on-layoffs-creative-house-plan","status":"publish","type":"post","link":"https:\/\/www.newsbeep.com\/ca\/488161\/","title":{"rendered":"Yves Guillemot on Layoffs, Creative House Plan"},"content":{"rendered":"

\n\t\u201cAssassin\u2019s Creed\u201d\u00a0publisher\u00a0Ubisoft<\/a>\u00a0is trying to\u00a0emerge\u00a0from a rocky few years. From here, the biggest hurdle\u00a0the French video game giant has to overcome is the mounting skepticism of fans \u2014 and employees \u2014 after\u00a0disappointing or\u00a0delayed\u00a0releases and multiple pivots over a short period of time.<\/p>\n

\n\tUbisoft co-founder and CEO Yves Guillemot<\/a> is\u00a0even\u00a0facing calls from union leaders and others to step down amid the confusion caused by the company\u2019s\u00a0cost-cutting moves\u00a0and\u00a0zig\u2013zags on strategy.<\/p>\n

\n\tGuillemot\u2019s latest gambit is a massive company-wide restructure unveiled in January that will break Ubisoft into five \u201ccreative houses\u201d,<\/a> including the already launched subsidiary Vantage Studios<\/a>. The company\u00a0also\u00a0is\u00a0seeking $235 million in savings<\/a>, which\u00a0comes on\u00a0top of\u00a0multiple rounds of layoffs and studio closures earlier this year.\u00a0<\/p>\n

\n\tIn the below interview, conducted via email this week with Variety, Guillemot revealed more about Ubisoft\u2019s plans moving forward and why he believes this new strategy will solve Ubisoft\u2019s post-pandemic woes.<\/p>\n

\t\t\t\t\t\t\"\"<\/p>\n

\t\t\t\t\tUbisoft<\/p>\n

\t\t\t\t\t\t\t\t\tUbisoft<\/p>\n

\t\tHow did the recent acquisition of \u201cMarch of Giants\u201d from Amazon come about<\/a>? As Amazon changes its own strategy for gaming development, are you in talks to acquire more of their planned titles?\t<\/p>\n

\n\tThe acquisition of \u201cMarch of Giants\u201d was a clear opportunity and happened very organically. The \u201cMarch of Giants\u201d team wanted Ubisoft to be considered among the potential buyers, which speaks volumes about the trust and mutual respect between us, especially with several members being former \u201cRainbow Six: developers.<\/p>\n

\n\tWe are not yet a player in the multiplayer online battle arena (MOBA) space and entering that genre requires world-class expertise. This team brings deep competitive multiplayer experience and a performance-driven culture that aligns perfectly with ours. <\/p>\n

\n\tThe game has already completed a promising public alpha. Combined with Ubisoft\u2019s global publishing strength and live-operations capabilities, this creates a strong foundation for long-term success. <\/p>\n

\n\tAs for additional acquisitions, we will remain selective and evaluate opportunities that align with our long-term vision, while staying focused on strengthening our own brands.<\/p>\n

\t\tHow does the completion of the Tencent partnership impact Ubisoft\u2019s long-term growth strategies, particularly in Asian markets?\t<\/p>\n

\n\tTencent brings unparalleled knowledge of the Chinese ecosystem. Their expertise will help us position our brands in a way that truly resonates with local players, while also acting as a powerful distribution partner. We see significant potential for franchises such as \u201cRainbow Six\u201d to scale in China to levels comparable to \u2014 or even exceeding \u2014 other major markets in both player base and revenue.<\/p>\n

\n\tMore broadly, Tencent\u2019s investments in Vantage Studios and in Ubisoft reflect a long-term partnership approach. They respect our operational autonomy and are not involved in our governance or day-to-day management. At the same time, they bring valuable industry insight and access to a strong network of leading players across the global gaming industry.<\/p>\n

\t\tWith Vantage Studios now established, will there be announcements on the next \u201cAssassin\u2019s Creed,\u201d \u201cRainbow Six Siege\u201d and \u201cFar Cry\u201d games soon? Do you see the pipeline for development on those franchises speeding up under this new model?\t<\/p>\n

\n\tWe have a solid pipeline underway across Vantage Studios. Under the \u201cAssassin\u2019s Creed\u201d brand, several titles are in development, spanning both single-player and multiplayer experiences, with the ambition to further grow a community that exceeded 30 million players last year.<\/p>\n

\n\tOn \u201cFar Cry,\u201d anticipation is high, and we currently have two very promising projects in development.<\/p>\n

\n\t\u201cRainbow Six\u201d is coming back strongly, recently passing 2.5 million players daily, and will continue to grow. The Six Invitational in Paris drew impressive viewership on-site and online, and the launch of the Chinese league alongside participation in the first Esports Nation Cup shows that the franchise\u2019s global esports footprint is expanding.<\/p>\n

\n\tWe have also outlined our ambitious Year 11 roadmap and confirmed that the highly-anticipated \u201cRainbow Six Mobile,\u201d which makes \u201cRainbow Six\u201d playable from anywhere, will now launch worldwide on February 23, 2026.<\/p>\n

\n\tMore broadly, with Vantage Studios established, we have early evidence that our new operating model better empowers our teams to be fully focused on their franchises, which, over time, will translate into both greater predictability in our pipeline and stronger engagement from our players.<\/p>\n

\t\tUbisoft has recently unveiled its AI experiment, \u201cTeammates.\u201d<\/a> Are there any plans to integrate \u201cTeammates\u201d with existing Ubisoft franchises or to use it for gameplay mechanics beyond development support? If so, what impact do you see this having on available jobs at Ubisoft?\t<\/p>\n

\n\t\u201cTeammates\u201d reflects our commitment to concentrating on innovation that first and foremost improves the gameplay experience. AI has long been part of game creation and functionality, making worlds more dynamic and immersive, and it now opens the potential for experiences to adapt to player behavior in real time. Our goal is to enhance player agency and immersion, creating game worlds that are deeply and meaningfully responsive and allow more personalized stories to emerge.<\/p>\n

\n\tEven though the technology behind \u201cTeammates\u201d is R&D, we\u2019ve already made it available to our teams, who are deciding how it fits into their respective creative visions and roadmaps.<\/p>\n

\n\tRegarding jobs, we see technology and creativity as complementary. AI is a tool to support and amplify talent, offering teams greater flexibility and agility. The aim is to empower our creators, and staying at the forefront of these tools helps Ubisoft continue to innovate and be competitive.<\/p>\n

\t\tUbisoft is celebrating the 30th anniversary of \u201cRayman,\u201d underscoring the longevity of your franchises. What\u2019s next for \u201cRayman\u201d?\t<\/p>\n

\n\t\u201cRayman\u201d is a landmark franchise for Ubisoft and holds a special place in my heart because it played such a key role in Ubisoft\u2019s early evolution. We\u2019re proud to celebrate its anniversary with the release of \u201cRayman: 30th Anniversary Edition,\u201d which pays tribute to the legacy of the original 1995 platforming classic. It\u2019s the first step in the brand\u2019s comeback, and it is inspiring to see players continue to embrace
\u201cRayman\u2019s\u201d unique charm and enduring appeal.<\/p>\n

\n\tThis milestone also highlights the longevity of Ubisoft\u2019s established brands, from \u201cRainbow Six,\u201d which recently celebrated 10 years, to \u201cAssassin\u2019s Creed,\u201d now in its 18th year.<\/p>\n

\n\tAs for what\u2019s next for \u201cRayman,\u201d we\u2019re always exploring how our iconic franchises can evolve and reinvent themselves for all generations of players. We can\u2019t share details today, but we\u2019re looking forward to talking more about \u201cRayman\u201d soon.<\/p>\n

\t\tYou\u2019ve announced this new structure of \u201ccreative houses.\u201d How would you explain the difference between these and a division, or subsidiary \u2013 which Vantage was originally described as.\t<\/p>\n

\n\tTo put it simply, this transformation is about empowering our creators to deliver the best games for players.<\/p>\n

\n\tOur Creative Houses are designed to regroup brands built around similar player experiences and genres. By bringing together talented teams with shared expertise, we create focused environments that foster innovation, deepen player understanding, and strengthen long-term relationships with our communities.<\/p>\n

\n\tEach Creative House will have full responsibility for its brands\u2019 development and its profit and loss (P&L), including the development of new IPs. They will operate like dedicated business units with clear accountability for performance and genuine creative autonomy.<\/p>\n

\n\tVantage Studios is structured as a subsidiary of Ubisoft, with its own legal framework and governance. For the other Creative Houses, we are finalizing the appropriate model to strike the right balance between autonomy, accountability, and strategic alignment.<\/p>\n

\t\tHow does Ubisoft view developing new IP moving forward? Which Creative House do you plan to designate that work to?\t<\/p>\n

\n\tOur Creative Houses are above all responsible for developing our established brands, and the potential is huge. The model also enables focused innovation for both existing brands and new IP. Teams concentrate on genres and experiences they know best, while still having the freedom to pitch unique ideas. Compelling concepts are evaluated and assigned to the right team for development. We already have several new IPs in progress and look forward to sharing more soon.<\/p>\n

\t\tAs you prepare to announce leadership across the new creative houses, will Ubisoft be undergoing layoffs, beyond the 200 proposed reductions with the voluntary departure plan?\t<\/p>\n

\n\tAs we announced, the \u20ac200 million in additional cost reductions will include selective restructuring across the company. That said, our primary focus for aligning the organization with our long-term goals remains disciplined workforce management, meaning prioritizing voluntary departures while carefully controlling recruitment for replacements and new roles.<\/p>\n

\n\tWe are also taking a range of measures to optimize the business: reducing certain expenses, adjusting or stopping projects where necessary, improving production processes, and making more effective use of our tools.<\/p>\n

\n\tFollowing the post-Covid period, the industry grew very quickly, anticipating sustained demand that didn\u2019t fully materialize. On our part, this led to too many projects and increased complexity. Our priority today is to build a more focused, agile company, with stronger teams that strike the right balance between senior expertise and young talent and who are well positioned to deliver the highest quality games.<\/p>\n

\n\tAbove all, our responsibility is to manage this transition as thoughtfully and responsibly as possible, with respect and support for our teams, while ensuring Ubisoft remains strong, resilient, and ready for the future.<\/p>\n

\t\tThere were accusations of nepotism made when your son, Charlie, was appointed co-head of Vantage. What led to that decision and how do you respond to those accusations?\t<\/p>\n

\n\tUbisoft was created as a family company, and our strong heritage helps us take a long-term view, prioritizing sustainable growth, creative ambition, and continuity over short-term cycles. This perspective guides our decisions and helps us build franchises, teams, and strategies that endure for decades.<\/p>\n

\n\tI strongly believe that Christophe Derennes and Charlie are the right leaders as Co-CEOs of Vantage Studios. They bring complementary strengths and experience that make them well-suited for the role. Their appointment was based on their skills, track record, and fit for the role.<\/p>\n

\t\tSix games were canceled in the restructuring, including the \u201cPrince of Persia\u201d remake. What led to that cancellation specifically and how far along was the project?\t<\/p>\n

\n\tFollowing a portfolio review in the context of our transformation and an increasingly selective market, we discontinued six projects that no longer aligned with our enhanced quality standards and portfolio focus. These included \u201cPrince of Persia: The Sands of Time\u201d remake, four unannounced titles (including three new IPs), and a mobile title.<\/p>\n

\n\tWhile such decisions are never easy, they allow us to concentrate our talent on the highest-potential projects and ensure that every release meets the quality our players expect. \u201cPrince of Persia\u201d remains a beloved and active brand and continues to play an important role in our Creative Houses portfolio and long-term strategy.<\/p>\n

\t\tAmid recent strikes in France and Italy, how is Ubisoft addressing employee concerns in these regions while maintaining operational stability? Some Ubisoft union reps recently called for your resignation. How do you respond to that? Overall, how do you view the role of unionization in an industry as layoff prone
as games?\t<\/p>\n

\n\tI fully understand the legitimate concerns of our teams in France and around the world. Ubisoft is going through a major phase of transformation, affecting our organization, operations, and culture. Changes of this scale naturally raise questions and create tension, particularly when they impact people\u2019s routines, and I recognize that. My commitment is to listen, lead responsibly, and keep our teams engaged. At the same time, we can\u2019t ignore that we are part of an industry that is more competitive and demanding than ever. Delivering at the level of quality and ambition our players expect requires strong alignment, speed of execution, and close collaboration. The decisions we are making are guided by that reality.<\/p>\n

\n\tMy main focus areas now are our transformation, ensuring Ubisoft\u2019s long-term financial sustainability, and delivering games at the highest standard.<\/p>\n

\n\tFinally, on your question about unions, I believe more transparency and open dialogue with our teams, in all its forms and especially in times of major change, are essential.<\/p>\n

\t\tUbisoft shared some promising financial updates during its recent earnings. What is your outlook for the rest of 2026, and what highlights do you see coming up that will boost revenue?\t<\/p>\n

\n\tOur third-quarter performance came in above expectations, driven by stronger-than-anticipated engagement across key franchises and a positive contribution from our strategic partnerships. This allowed us to confirm our guidance for our current fiscal year.<\/p>\n

\n\tImportantly, the quality of our games continues to improve, with Metacritic review scores rising from around 75 to 80\u201385, reflecting the ongoing focus and investments we are making to deliver exceptional player experiences. We remain fully committed to developing and expanding our popular franchises to attract more players, increase engagement, and grow these communities over time. <\/p>\n

\n\tWhile these results are encouraging, there is still work to do. Our focus remains on executing our ongoing transformation plan, continuing cost-saving initiatives, delivering standout games, and ensuring Ubisoft becomes stronger and more agile for long-term growth.<\/p>\n

\t\tIt\u2019s been a turbulent few years for Ubisoft. How would you quell shareholder fears about the business\u2019s longterm outlook amid these constant changes? Would you consider a sale?\t<\/p>\n

\n\tWe are focused on strengthening our foundations and creating long-term value. Our new Creative Houses model is transforming how we work, putting decision-making, player relationships, and long-term franchise growth directly in the hands of the teams creating the games, and getting us back to what matters most: making the best possible experiences for our players.<\/p>\n

\n\tAt the same time, we have reset and refocused our roadmap to deliver a clear pipeline of high-quality titles over the next three years. We are also reshaping the organization and managing costs to ensure a sustainable, competitive structure for the future.<\/p>\n

\n\tAlso, we are already seeing the benefits of some key talent returning to our teams. And the work we\u2019ve done in recent years on our engines and tools is starting to pay off, allowing our teams to create more efficiently, with higher quality and innovation.<\/p>\n

\n\tOur priorities today are to execute this transformation, grow our franchises, and deliver exceptional experiences for players. We are fully committed to building for the years ahead.<\/p>\n

\t\tUbisoft has shown its interest in moving into movies, TV, and other multimedia. But many times things are in the works that take years to complete. When do you see these projects, including the \u201cAssassin\u2019s Creed\u201d TV series, making it to screen?\t<\/p>\n

\n\tSeveral major projects are moving full steam ahead. While we\u2019re not ready to share exact release dates, we\u2019re thrilled that Netflix has greenlit a live-action \u201cAssassin\u2019s Creed\u201d series and has already begun announcing cast members. The acclaimed animated series \u201cSplinter Cell: Deathwatch\u201d has also been renewed for a second season.<\/p>\n

\n\tProduction has been completed on the live-action feature film set in the \u201cWatch Dogs\u201d universe with New Regency, and FX has officially placed a series order for a \u201cFar Cry\u201d live-action show. These projects highlight the strength of our franchises and our ambition to expand Ubisoft stories across multiple platforms, giving fans and broader audiences amazing immersive experiences.<\/p>\n

\t\tWhat initiatives are underway to enhance player accessibility and inclusivity in Ubisoft games worldwide?\t<\/p>\n

\n\tMaking games everyone can enjoy is a value shared across our teams. The Accessibility team partners with our production teams, sharing best practices and providing guidance on how to design with accessibility in mind from the start of production. Players with disabilities are included in game development via playtesting, workshops and at our preview events. Accessibility has long been part of
our stage-gate process, which ensures a base level of accessibility across titles. Our teams continue to set the standard and are recognized for innovating, most recently with \u201cAssassin\u2019s Creed Shadows\u201d and \u201cStar Wars Outlaws,\u201d which both launched with in-game audio description.<\/p>\n

\t\tHow does Ubisoft balance fan expectations for live-service models with delivering traditional single-player experiences? What do you see as Ubisoft\u2019s biggest areas of opportunity in the next five years, and what changes can players and shareholders expect in the company\u2019s strategy?\t<\/p>\n

\n\tOver the next five years, our ambition is to grow our existing franchises in ways that delight players. Our open world adventure franchises like \u201cAssassin\u2019s Creed,\u201d \u201cFar Cry,\u201d \u201cGhost Recon,\u201d \u201cThe Division\u201d and many others have incredible potential, and we want to reach new players, offer fresh experiences, and keep our communities engaged over time. The goal is to create new worlds where players want to come
back, explore more, and enjoy new ways to play.<\/p>\n

\n\tAt the same time, we see tremendous opportunities in live games, and franchises like \u201cRainbow Six,\u201d \u201cThe Crew,\u201d \u201cBrawlhalla,\u201d and more. They let us connect with players continuously, deliver new content, and continuously evolve and improve our games.<\/p>\n

\n\tBalancing these live experiences with our open world games is a key part of how we plan to grow.<\/p>\n

\n\tFinally, we want to create the next generation of iconic Ubisoft franchises. New technologies and fresh ideas open doors to experiences that were impossible before, whether it\u2019s accessibility, immersion, or gameplay innovation. Our goal is simple: to combine our existing strengths, embrace live experiences, and push creative boundaries to delight players.<\/p>\n","protected":false},"excerpt":{"rendered":"\u201cAssassin\u2019s Creed\u201d\u00a0publisher\u00a0Ubisoft\u00a0is trying to\u00a0emerge\u00a0from a rocky few years. From here, the biggest hurdle\u00a0the French video game giant has…\n","protected":false},"author":2,"featured_media":488162,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6],"tags":[49,48,61,1012,178007],"class_list":["post-488161","post","type-post","status-publish","format-standard","has-post-thumbnail","category-technology","tag-ca","tag-canada","tag-technology","tag-ubisoft","tag-yves-guillemot"],"_links":{"self":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts\/488161","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/comments?post=488161"}],"version-history":[{"count":0,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/posts\/488161\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/media\/488162"}],"wp:attachment":[{"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/media?parent=488161"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/categories?post=488161"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.newsbeep.com\/ca\/wp-json\/wp\/v2\/tags?post=488161"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}